The Rubber, Chemical & Petrochemical Skill Development Council (RCPSDC), under the aegis of the Ministry of Skill Development and Entrepreneurship, set up by the National Skill Development Corporation (NSDC), aims to nurture young talent in the country to improve livelihood opportunities.

The rubber industry in India is facing huge challenges and disruptions, not least due to the shortage of rubber, skilled workforce or the lack of interest among the younger generation in following the footsteps of their predecessors in the natural rubber tapping profession.

But as the proverb goes, ‘every opportunity is a blessing in disguise’, there are stakeholders who are working tirelessly to improve the situation. Among them, Saif Mohammad, CEO of the Rubber, Chemical & Petrochemical Skill Development Council, is optimistic about his organisation’s role in acting as a bridge between the government and the industry.

“A lot of efforts have already been made, and a lot more are ongoing as we speak. We engage with the industry to educate them and actively, proactively seek their feedback on how and what they need, which can be incorporated into our training programmes,” he shared.

As the head of RCPSDC, Mohammad is tasked with driving skill training in the rubber sector by largely complementing the development of qualifications spanning rubber (natural and synthetic) production, rubber product/tyre manufacturing and tyre services and maintenance.

LABOUR SHORTAGE

The development of tyres and other rubber materials is predominantly dependent on rubber tapping, wherein workers make an incision on the tree with a sharp knife, place the collecting cup and repeat the process with subsequent trees. It is estimated that workers carry out this process for hundreds of trees and wait for the cups to be filled with latex. Tapping requires efficient skills to ensure proper incision, so that it does not damage the tree and enables higher extraction of latex.

It may not seem like a very exciting job, given the slow process and subsequently dwindling earnings, which have made it a less lucrative career.

Kerala, once home to the largest rubber tappers in the country, is now facing an acute shortage of skilled workers to continue the profession. Farmers who were earlier involved in the trade are finding it difficult to convince the younger generation to follow in their footsteps.

 “A good percentage of the current workforce working as rubber tappers are trained by their predecessors and have no formal training. I believe formal technical training is required alongside training on new technologies, which not only helps them increase their yield but also enables alternative revenue streams,” explained Mohammad.

He elaborated that it is not just about rubber tapping; farmers also need to see the business potential in their profession. They could look at intercropping, beekeeping and other revenue streams.

“India is facing a significant crunch in terms of feed on plantations. Workers are migrating for better opportunities and leaving the rubber industry. Many of them, for example in Kerala, are going abroad for better earning prospects,” added Mohammad.

On one hand, there is labour shortage and drop in yield of natural rubber, but on the other hand, the demand for natural rubber globally, including in India, is scaling new heights. This raises the question: if there is high demand, why are rubber tappers not reaping the benefits?

Climate change, natural disasters and the average price of natural rubber being below expectations have been hurting farmers. For instance, the peak price of natural rubber was INR 20,805 per 100 kg in 2011-12; at present, it is INR 18,800 per 100 kg (as of 26 December 2024). This means that farmers’ incomes have not kept up with inflation, pushing them to explore other revenue streams.

Mechanised solutions do exist, but the high acquisition costs, as well as an ageing population hesitant to continue the profession, have resulted in rubber tapping remaining heavily dependent on skilled workers.

RCPSDC’S ROLE

“The Government of India is doing its part. The Rubber Board, for instance, is working in tappable areas, and several programmes are run with RCPSDC for training people who can work on plantations. However, there is also a transition towards synthetic rubber in India,” he shared.

Mohammad explained that the import of synthetic rubber is increasing. Manufacturers in the MSME space are actively forging or finding new technologies to switch from natural rubber to synthetic rubber.

“The government is working to protect and enrich the workforce and natural rubber in the country and would definitely want India to continue with it and ensure it does not fall below a certain threshold. However, a significant influx of synthetic rubber is also happening. There has to be a balance, and there’s no immediate answer or figure to it. In the last five years alone, we might have trained more than 25,000 to 30,000 workers in Tamil Nadu alone,” he elaborated.

Regional training is also being conducted across the country by the association based on curricula aligned with the National Occupational Standards (NOS). The curricula ensure that students acquire specific skills required for a particular job role as per the guidelines laid down by the industry; in this case, rubber.

He believes that in addition to skilling/upskilling talents, a lot of vocational training is being conducted through educational institutions such as polytechnics.

“Skill councils like RCPSDC also have courses targeted at people who have not even cleared their secondary education. I think one area we should strengthen our focus on is counselling. It is very important for parents as well as students. Candidates and students are under pressure; they are young and usually opt for things that their parents suggest or that they see happening around them (peer pressure),” said Mohammad.

According to him, while there is a lot of glamour around electronics and engineering, proper education and awareness about career progression opportunities in the rubber, polymer or chemical industries should be prioritised.

“Counselling is very important. This is what needs to be addressed by everyone, including industry mentorship programmes. We need to have alumni from these training programmes who can share success stories with newcomers,” Mohammad added.

 The executive believes that people are not recognising the immense opportunity to upscale, increase productivity and enhance efficiency because, in the end, everything boils down to the workforce.

An organisation is only as strong as its weakest link. For instance, on the shop floor, if a person is not trained, that is how strong a company is, he stated. And in the global competitive environment, it is very important to acknowledge that people need training and upskilling to ensure they can contribute not only efficiently but also improve their productivity over time.

“If you are planning to take on these futuristic or emerging roles around sustainability and security, then you need to have trained people, right from the ground level upwards,” concluded Mohammad.

Titan International, a major global manufacturer of wheels and tyres for off-highway equipment, has secured expanded production rights for the Goodyear brand across multiple segments while renewing its existing farm tyre licensing agreement.

The deal extends Titan’s Goodyear brand manufacturing rights to include light construction, industrial, all-terrain vehicle (ATV), lawn and garden and golf tyre categories, significantly broadening the company's market reach.

The Illinois-based firm will continue to produce agricultural tyres under the Goodyear Farm Tyres brand, maintaining its presence in a sector where it manufactures products ranging from small implement tyres to the massive Goodyear Optitrac LSW1400/30R46, which features the company's proprietary Low Sidewall Technology.

"We are excited to expand our rights into new segments, as this positions us to serve our customers better and seize emerging market opportunities. Our research and product development teams are already working on new tyre designs incorporating innovative tyre technologies for the lawn and garden segment," said Paul Reitz, President & CEO of Titan International, Inc. "In addition to our newly acquired rights, we are reaffirming our commitment to the farm tyres segment, a vital part of our business."

Industry analysts note the expansion comes as demand for specialised off-highway tyres remains robust across construction, agriculture and recreational sectors despite broader economic headwinds.

Strategic growth initiative

The licensing expansion aligns with Titan's strategy to offer comprehensive wheel and tyre solutions across forestry, powersports, outdoor power equipment, agricultural, earthmoving, and light construction markets throughout the Americas, Europe, Africa and Oceania.

The company did not disclose the financial terms of the licensing agreement with Goodyear.

Titan International has manufactured Goodyear-branded farm tyres since 2005, when it acquired Goodyear's North American farm tyre business. It has gradually expanded these rights to other regions, including Latin America, Europe, the Middle East, Africa, Russia, and Australia.

Targets International Expansion With Robust Fy25 Performance

CEAT Ltd, the RPG Group’s flagship tyre company, reported a capital outlay of INR 9–10 billion  for FY2025–26, keeping with its capacity expansion strategy and global integration. This follows a strong FY25 performance of record revenues and double-digit growth across segments despite headwinds in overseas markets.

The business ended FY25 with consolidated revenue of INR 132.18 billion, up 10.6 percent year on year, and Q4 revenue at INR34.21 billion, up 14.3 percent compared to the corresponding quarter previous year. The standalone full-year EBITDA was INR 15 billion, and the Q4 operating margins improved by more than 100 basis points sequentially at 11.5 percent.

"We incurred capex of INR 9.46 billion in FY25 and expect a similar investment of INR 9–1.0 billion in FY26," said Kumar Subbiah, Chief Financial Officer of CEAT. “Our focus will remain on expanding capacities, particularly at the Ambarnath and Chennai facilities, and funding the integration of the recently acquired Camso compact construction business.”

In FY25, CEAT depreciated assets amounting to INR11.40 billion. Much of its FY26 capex will also fund equipment modernisation and normal maintenance at its Sri Lankan operations under Camso, putting a cost estimate of INR1-1.25 billion a year over the next two years.

The Camso acquisition, which is effective from Q2 FY26, is likely to significantly enhance CEAT's global presence. "Integration work has started in full acceleration," said Arnab Banerjee, Managing Director and CEO. “Initial focus will be on customer retention and business continuity, with consolidation expected to double Camso’s current capacity utilisation over the medium term.”

Despite international uncertainties, CEAT renewed its medium-term global growth forecast. Exports are expected to form 25–26 percent of the revenue post-Camso integration. Turbulence still exists in Latin America and North America due to tariff policies and exchange rate weakness. CEAT, however, has reported consistent performance in Europe, the Middle East, and Southeast Asia.

CEAT also indicated a likely raw material cost stabilisation in Q1 FY26, potentially softening by Q2, to support its margin growth initiatives. The gross margin was 37.5 percent in Q4 FY25, and the target was above 40 percent in the near term.

Banerjee signaled ongoing activity in electrification, premiumisation, and digitalisation. "With our technology outlays and new product introductions, we are hopeful of sustaining 20–25 percent market share in electric vehicle segments," he asserted.

The debt levels of the company are under control. The gross debt as of 31 March 2025 was INR 19.28 billion with a debt-to-EBITDA ratio of 1.3x and debt-to-equity ratio of 0.44x. Subbiah added that CEAT's strong cash generation will allow it to finance both organic and inorganic growth without materially diluting leverage metrics.

Black Swan Graphene Inc. (Black Swan) has appointed Jobin George as Technical Sales Manager for the Europe, Middle East and Africa (EMEA) region with immediate effect. This significant move, which supports Black Swan's worldwide commercial team as it promotes adoption of its graphene-enhanced products, follows Dan Roadcap’s appointment as Head of Technical Sales and Business Development.

George has an MBA from ICFAI University in India, a Post Graduate Diploma from the Central Institute of Petrochemical Engineering and Technology in India and a Bachelor of Science in Chemistry from Mahatma Gandhi University, India. He brings with him more than 20 years of global expertise in project management, business development and technical sales. George has had positions at Sands International Plastics and Sojitz Corporation in the United Arab Emirates, as well as Aquapak Polymers and H-Pack Global Ltd.

Simon Marcotte, President and Chief Executive Officer, Black Swan Graphene, said, “The addition of Jobin to our commercial team marks another important milestone in our global expansion strategy. His international experience, particularly in the EMEA region, and his proven ability to translate technical capability into commercial success make him an ideal fit as we continue scaling our graphene business.”

George said, “Black Swan is positioned at the forefront of advanced materials innovation. The opportunity to contribute to the adoption of such a transformative technology across the EMEA region is tremendously exciting. I look forward to engaging with our existing customers and partners, along with exploring opportunities for new clients as well, to showcase the performance and value of Black Swan’s graphene solutions.”

The Tire Recycling Foundation (TRF), a joint initiative led by the U.S. Tire Manufacturers Association (USTMA) and the Tire Industry Association (TIA), has appointed Stephanie Mull as its Executive Director.

Mull will spearhead the organisation's initiatives to promote innovation and invest in the circular tyre economy, expand the market for end-of-life tyres and support studies to fill in the gaps in the sustainability and tyre recycling supply chain in her new role at TRF. Mull brings a wealth of experience in the sustainability field and a broad understanding of fleet management and decarbonisation, including converting fleets to electric and alternative fuel vehicles. In her role as PepsiCo's Sustainability Senior Manager, she oversaw major electrification projects, obtained grant money and spearheaded efforts to lower Scope 1 and Scope 2 emissions throughout Pepsi and Frito-Lay's North American fleets. Mull oversaw the local government's efforts to upgrade municipal vehicles to greener technology and volunteered to help the Red Cross electrify its fleet.

Anne Forristall Luke, TRF Board President, said, “Stephanie Mull brings the passion, in-depth expertise and history of excellence that will drive TRF and its partners to achieve critical tyre recycling and reclamation milestones. We are thrilled to have her join the Foundation as we advance tyre sustainability while tackling the challenges and opportunities ahead.”

Mull said, “I’m honoured to join the Tire Recycling Foundation and support its sustainability mission to achieve 100 percent end-of-life tyre circularity. TRF is a vital nexus of expertise and leadership, and I look forward to working with all stakeholders in developing tyre recycling solutions that pave the way for a more sustainable future.” 

The Tire Recycling Foundation is dedicated to achieving 100 percent circularity for end-of-life tires by advancing innovation, building partnerships and supporting scalable recycling and reclamation solutions. Consisting of 15 global industry leaders with expertise in the manufacturing, recycling and transportation industries, TRF’s Board primarily focuses on the acceleration and adoption of emerging end-of-life tyre market technologies like rubber-modified asphalt (RMA).